MIPCOM Cannes 2026: Five priorities for TMT leaders

MIPCOM Cannes 2026 brought together established studios, broadcasters and production houses alongside creators, brands, technology companies and digital platforms. With over 10,000 delegates from across the globe, the scale of the event reflected an industry in transition, but also one actively looking for new sources of intellectual property, investment and commercial growth.  

The central question was not whether audience behaviour is changing, but how quickly media companies can adapt their content strategy, operating model and partnerships to keep pace. Five priorities stood out for TMT leaders.  

1. Build around the whole audience journey  

Audience attention is now distributed across devices, formats and moments throughout the day. Mobile, social video, streaming and traditional television should not be treated as separate or competing worlds. The opportunity is to design a connected audience strategy that moves with people from the first phone check of the morning to evening viewing on the main screen.  

“The big priority is to understand where your audience is and stay relevant across the whole journey, not only when they sit down in front of the television. What they watch later is increasingly shaped by what they have engaged with on their phone during the day,” says Nathan Reay, Head of TMT at Forvis Mazars in the UK.  

For leadership teams, this requires better audience insight, clearer decisions about the role of each platform and performance measures that look beyond conventional reach. Fandom, loyalty and the ability to move audiences between platforms will be increasingly important sources of value.  

2. Treat vertical storytelling as a strategic format  

Vertical content and microdramas were among the most visible themes at the market. Designed for mobile viewing and rapid engagement, they are moving beyond experimentation as established players and specialist producers explore premium short-form storytelling, faster production cycles and brand-funded models.  

This does not mean every programme should be reformatted for a phone. It does mean leadership teams should test where vertical storytelling fits their brands, audiences and intellectual property. The strongest approach will protect creative quality while learning quickly from audience data. Businesses that build the capability now will be better placed to judge whether the format becomes a meaningful revenue stream, an audience-acquisition tool or both.  

3. Unlock more value from proven IP  

The demand for distinctive intellectual property remains strong. Discussions around BBC Studios and other global content businesses showed how established catalogues can be refreshed for new formats, platforms and generations. At the same time, partnerships between traditional media groups and YouTube, TikTok and FAST services are creating additional routes to distribution and monetisation. 

“There’s a real demand for strong IP. The opportunity is to take proven content and find new ways to adapt it for different formats, platforms and audiences.” Dani Patel, TMT Corporate Finance Director, Mergers & Acquisitions, Forvis Mazars.  

The strategic task is to identify which franchises have permission to travel, then build an investment case around format, territory, platform and audience. Reusing IP should not mean simply repeating what worked before. It should combine trusted stories with new creative treatment and a channel strategy designed for discovery. 

4. Use AI to accelerate production 

AI in media was highly visible, particularly in production workflows and AI-assisted microdramas, but it was not the only story of the week. The more practical discussion focused on using technology to speed up clipping, editing, localisation, visual development and other production tasks.  

The near-term opportunity is therefore operational as much as creative. TMT leaders should prioritise use cases with a clear commercial benefit, while putting governance around rights, talent, quality and brand trust. Human judgement remains essential to originality and emotional connection.  

5. Follow creators, capital and new revenue models  

Creator-led businesses are developing loyal communities and diversifying into subscriptions, advertising, live events, licensing and brand partnerships. As subscription streaming matures, advertising and stronger content monetisation will become more important across the sector. That creates strategic questions for both independent creators and larger media groups: how to scale without weakening the relationship with fans, and when to partner, invest or acquire.  

For TMT investors and corporate leaders, the next wave of opportunity may sit in the ecosystem around successful platforms and creators, including production services, rights management, analytics, commerce and specialist technology. The winners will be businesses that can demonstrate repeatable audience engagement, resilient revenue streams and a credible path to scale.  

What should TMT leaders do next?  

The message from MIPCOM Cannes 2026 was optimistic but clear: relevance will depend on being present where audiences are, adapting valuable IP for new behaviours and building a commercial model that connects attention with sustainable growth. Over the next 12 months, leadership teams should test new formats, review platform partnerships and make audience insight a board-level input to investment decisions.  

For a deeper perspective on how audience attention is reshaping the media landscape, listen to the first episode of the TMT Unscripted podcast with Evan Shapiro. The conversation explores the shifts behind one of MIPCOM’s headline themes and what they mean for businesses competing for time, loyalty and growth.